Women’s Leadership Competencies in Mixed Gender and Single-Gender Environments

Frances V. Adjorlolo, Kathy A. Fisher, Friederike I. Habbel, Kyla B. King, Jillian L. Liota, Melissa R. Looney

Abstract


This study looks at eight female student leaders enrolled at a large, coeducational, public research institution in the Midwest, who are also executive board members in on-campus organizations. The authors utilized interviews and self-assessments to identify perceived leadership competencies in these female positional leaders, who serve in single- and mixed-gender campus organizations, and further correlate the results with the Social Change Model of Leadership. The authors identified similarities and differences in competency, including stronger internal motivation among mixed-gender organization women and more efforts towards collaboration among women in single-gender organizations.

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